The document summarizes key findings from a report by The Boston Consulting Group and World Federation of Personnel Management Associations on addressing HR challenges worldwide through 2015. It identifies the top 8 future HR challenges based on a global survey of over 4,700 executives in 83 countries/markets. These challenges fall into three categories: developing and retaining the best employees, anticipating change, and optimizing HR processes and metrics. The report provides companies with an approach and metrics to integrate HR strategy with overall business strategy to gain a competitive advantage through people.
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Insights Success is the Best Business Magazine in the world for enterprises, being a platform it focuses distinctively on emerging as well as leading fastest growing companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share. Here, we talks about leader’s viewpoints & ideas, latest products/services, etc. Insights Success magazine reaches out to all the ‘C’ Level professional, VPs, Consultants, VCs, Managers, and HRs of various industries
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
During our last growth cycle corporations had it easy. Above average unemployment in developed economies meant that keeping employees engaged had not been a focus. But as developed economies continue to grow in 2014 we can expect those disengaged people (estimated at 70% of the workforce by McKinsey) to lift their noses from the grindstone and start eyeing the exit.
5 Ways to Turn Former Employees Into Brand AmbassadorsWorkology
The grapevine is alive and well with you workforce including those who are leave your company whether voluntarily, involuntarily or because of a layoff. Learn how you can turn former employees into brand ambassadors for your organization as well as establish a robust alumni network to build and recruit future talent from.
Task Force Ram Redeployment Briefing given during the Chaplain's portion of the redeployment and reintegration brief prior to returning home from Iraq.
Restructures, redundancies and transfer of business: Getting it RightRussell_Kennedy
Russell Kennedy lawyers Anthony Massaro and Abbey Sutton presented a Workplace Relations seminar about Restructures, redundancies and transfer of business on Wednesday 30 March 2016.
In this talk we explore how to build Machine Learning Systems that can that can learn "continuously" from their mistakes (feedback loop) and adapt to an evolving data distribution.
The youtube link to video of the talk is here:
https://www.youtube.com/watch?v=VtBvmrmMJaI
Insights Success is the Best Business Magazine in the world for enterprises, being a platform it focuses distinctively on emerging as well as leading fastest growing companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share. Here, we talks about leader’s viewpoints & ideas, latest products/services, etc. Insights Success magazine reaches out to all the ‘C’ Level professional, VPs, Consultants, VCs, Managers, and HRs of various industries
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
During our last growth cycle corporations had it easy. Above average unemployment in developed economies meant that keeping employees engaged had not been a focus. But as developed economies continue to grow in 2014 we can expect those disengaged people (estimated at 70% of the workforce by McKinsey) to lift their noses from the grindstone and start eyeing the exit.
5 Ways to Turn Former Employees Into Brand AmbassadorsWorkology
The grapevine is alive and well with you workforce including those who are leave your company whether voluntarily, involuntarily or because of a layoff. Learn how you can turn former employees into brand ambassadors for your organization as well as establish a robust alumni network to build and recruit future talent from.
Task Force Ram Redeployment Briefing given during the Chaplain's portion of the redeployment and reintegration brief prior to returning home from Iraq.
Restructures, redundancies and transfer of business: Getting it RightRussell_Kennedy
Russell Kennedy lawyers Anthony Massaro and Abbey Sutton presented a Workplace Relations seminar about Restructures, redundancies and transfer of business on Wednesday 30 March 2016.
In this talk we explore how to build Machine Learning Systems that can that can learn "continuously" from their mistakes (feedback loop) and adapt to an evolving data distribution.
The youtube link to video of the talk is here:
https://www.youtube.com/watch?v=VtBvmrmMJaI
In our seminar, we look at the three big r's of workplace change: restructure, redeployment and redundancy, and the obligations of employers under relevant legislation.
Dreaming of Brand Success? Want to see some case studies on great brand practice? Sometimes you learn a lot more from failures than you do successes...so we've brought together some great brand failures that we celebrate as offering us valuable lessons for great brand success. Enjoy!
Page 2809.1Strategic Human Resource ManagementMAJOR QUESTION.docxhoney690131
Page 280
9.1
Strategic Human Resource Management
MAJOR QUESTIONHow do effective managers view the role of people in their organization’s success?
THE BIG PICTURE
Human resource management consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce. Planning the human resources needed consists of understanding current employee needs and predicting future employee needs.
How do you get hired by one of the companies on Fortune magazine’s annual “100 Best Companies to Work For” list—companies such as Google, SAS Institute, Boston Consulting Group, Edward Jones, and Genentech, which are on the 2016 list?12
You try to get to know someone in the company, suggests one guide.13 You play up volunteer work on your resume. You get ready to interview and interview and interview. And you do extensive research on the company—far more than just online research, as by talking to customers.
And what kinds of things does an employee of a Fortune “Best” company get? At Google (now part of Alphabet), the Mountain View, California, search engine company (ranked No. 1 Best Company seven times in the last 10 years), you’re entitled to eat in 1 of 11 free gourmet cafeterias, take your dog to work, get haircuts on-site, work out at the gym, study Mandarin or other languages, have your laundry done free, and get virtual doctor visits. You may also be a candidate for millions of dollars in compensation incentives, special bonuses, and founders’ awards.14
The reason for this exceptional treatment? “Happy people are more productive,” says Eric Schmidt, former Google CEO, now executive chairman of Alphabet.15 That productivity has made the company an earnings powerhouse; for 2015, for example, it reported a 14% growth in revenue and 38% growth in profits for its core Internet businesses.16 Google has discovered, in other words, that its biggest competitive advantage lies in its human resources—its people.
Human Resource Management: Managing an Organization’s Most Important Resource
Human resource (HR) managementconsists of the activities managers perform to plan for, attract, develop, and retain an effective workforce. Whether it’s McKenzie looking for entry-level business consultants, the U.S. Navy trying to fill its ranks, or churches trying to recruit priests and ministers, all organizations must deal with staffing.
The fact that the old personnel department is now called the human resources department is not just a cosmetic change. It is intended to suggest the importance of staffing to a company’s success. Although talking about people as “resources” might seem to downgrade them to the same level as financial resources and material resources, in fact, people are an organization’s most important resource.
Indeed, companies ranked No.1 on Fortune magazine’s Best Companies list in the past—which, besides Google, include SAS, NetApp, Genentech, Wegmans Food Markets, J. M. Smucker, Edward Jones, and The Container Store—have.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
This year forced companies all over the world into a remote work pilot study. Sharing their insights from the front lines, Aptology spoke with leaders in HR like CHROs and marketers in HR tech about how HR is evolving in 2020. They covered: How do we understand and measure the employee experience? What pre employment screening data do we need to get visibility for better talent acquisition and DEI efforts? What tools and behavioral assessments do we need for internal sources of recruitment? How does our understanding of people and communication need to change? Prepare to take notes as this guide gives tactical advice for HR professionals in talent management, learning and development, succession planning, and talent acquisition.
In a global survey of 375 executives, The Economist Intelligence Unit explores how early adopters are using evidence to show connections between HR and business KPIs and opening doors to new processes and people strategies that impact the bottom line of the organisation.
HR AND COMPETITIVE ADVANTAGE-A comprehensive guide to using HR activities to ...Summaya Sharif
The essay is written to answer the ubiquitous organizational query; “How HRM activities enable organizations to become more competitive in their markets?”. With this essay organizations can gain a comprehensive, intricate, and pragmatic knowledge on how they can use HR as a competitive advantage so that they’re capable of making the most out of their HR activities and boost their competitiveness to stand not just firm but sui-generis in the market.
Sinergy Latam Consulting Group SAS lanza nueva estructura organizacional por Unidades de Negocio para atender el mercado de Latino américa con base Bogotá D.C. Colombia.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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3. C P A
Executive Summary
hroughout the sweep of history, talented in-
dividuals have always risen above the
known limits of their time: Where would
the world be today without the contribu-
tions of great minds like Albert Einstein,
Adam Smith, and Leonardo da Vinci?
At the same time, many world-shaking accomplishments
have demanded individual genius and the dedication of
a cast of thousands. The cathedrals in Europe, the
mosques in Asia and Africa, the Panama Canal, and the
U.S. transcontinental railroad, for example, all emerged
through the hard work and collective efforts of countless
craspeople and workers. These great structures all stand
as testimony to human achievement.
People can make a difference when they dare to believe
in creating advantage for themselves, their communities,
and their future.
Creating People Advantage
The pace of change has accelerated dramatically in recent
decades, producing seismic changes in business and soci-
ety. One consequence of these shis, which we outline
below, is that people are more important than ever to
success. Their importance will only grow in the future.
Companies are complex social systems that require clar-
ity of purpose, guidance, and direction. Companies that
fine-tune these systems by creating what we call people
advantage—the ability to gain competitive advantage
through people strategies—will race ahead of their com-
petitors.
Talent and leadership are becoming even scarcer resources◊
than ever before. This scarcity results from dramatic
changes in the complexities of business and the expec-
tations of employees. Increasingly, people are the most
important asset at many companies, and the fortunes
of these so-called people businesses are closely tied to
their leadership and the talent they employ.
The work force, on average, is growing older, and people◊
are having fewer children. Just a few years ago, compa-
nies were restructuring and reducing their work forces,
but many will soon find it difficult to fill key positions
and replace the valuable knowledge held by retiring
employees.
Companies are becoming global organizations.◊ As busi-
nesses expand into new markets, they will face an
increasingly complex HR environment, particularly as
they try to recruit and retain foreign talent and inte-
grate diverse cultures.
The emotional well-being of employees is more important◊
than ever before.While many employees once expected
to stay at one company—or at least in one industry—
until retirement, they no longer have that expectation.
Indeed, employees increasingly will make job choices
and sacrifices on the basis of family considerations
and a desire for a life outside of work.
While the HR challenges are greater than ever before, so
too are the opportunities for companies to excel through
people strategies. On the following pages, we arm execu-
tives with an overall approach for creating a people
advantage and with facts about the HR and competitive
T
4. T B C G • W F P M A
environment of the future. This process and knowledge
will help executives understand how best to tackle talent,
leadership, and demographic challenges.
We believe very strongly that the HR function must be
able to measure, count, and calculate the effectiveness of
both its internal operations and the company’s overall
people strategies. One of the reasons that HR ranks lower
on the corporate totem pole today than the finance
department is that HR managers oen cannot quantify
their successes. Our hope is that this report will help rec-
tify that shortcoming, raise the profile of HR to its proper
place in the corporate hierarchy, and enable companies
to start to create a sustainable people advantage.
Understanding the Connections That
Link HR to Metrics and Strategy
If we view strategy, metrics, and HR as three points on a
triangle, we find that, at most companies, the links
between HR and strategy and those between HR and
metrics are broken or nonexistent. (See Exhibit 1.) Senior
executives need to make sure that HR and people strat-
egy is the cornerstone of their corporate strategy. One of
the most effective ways to integrate HR and strategy is
through the creation of a strategic work force plan.
To formulate and execute such a plan, executives should
take two major steps. First, they should understand how
their company’s overall strategy drives the demand for
people. Without this foundation of fundamental knowl-
edge, the HR department lacks long-term guidance. Even
so, few companies systematically analyze the future sup-
ply of and demand for employees under different growth
scenarios and on a job-by-job basis. Such an approach
enables companies to determine how many employees
they are likely to need, which qualifications those employ-
ees should have, and when the companies will need them
over the next 5, 10, or even 15 years.
Second, companies should also understand the four
“bridges” that connect strategy and HR: sourcing strategy,
performance strategy, development strategy, and affilia-
tion strategy. These linkages must be in place.
Sourcing Strategy.◊ The activities a company undertakes
in recruiting, hiring, internal staffing, HR marketing
and branding, and diversity efforts should precisely
target its work force needs as determined by the com-
pany’s analysis of the future supply of potential
employees in the labor market and its own future
demand for workers.
Performance Strategy.◊ The company’s approach to indi-
vidual performance management, human capital met-
rics, and incentive systems should support overall cor-
porate goals.
Development Strategy.◊ A company’s efforts at develop-
ing its people and leaders must reinforce the corporate
strategy.
Affiliation Strategy.◊ The company should establish sys-
tems to track compensation and retention, work-life
balance, engagement and motivation among employ-
ees, and corporate social responsibility in order to
make ongoing adjustments to these critical tools for
building relationships with employees.
Companies need to be able to measure each of these four
linkages so that top executives understand the quantita-
tive dimensions of people issues in the same way that
they grasp the financial impact of their strategic deci-
sions.
Metrics
Strategy
?
HR
Exhibit 1. HR Needs to Be Connected
to Strategy While Relying on Metrics
Source: BCG analysis.
5. C P A
By following the structured approach of the strategic
work force plan, many companies discover that their HR
and people strategy is not a cornerstone of the overall
strategy. Still, the reality is clear: People drive strategy.
Companies need to rely on metrics to make sure they
know where their people are headed.
Many executives today have “dashboards” on their com-
puter desktops that provide a quick picture of their com-
pany’s traditional financial and business performance
metrics. These dashboards should also highlight quantita-
tive and qualitative HR metrics. Quantitative metrics
could include employee attrition, recruiting success, or
the value added per person—a new measure of produc-
tivity. Qualitative measures might include scores from
employee surveys assessing leadership and employee
engagement.
Until top executives have a fuller and more accurate view
of HR activities, the HR function will not achieve its
proper role within the corporation.
Deploying Operational Excellence to
Bring the HR Function up to Speed
HR departments alone cannot execute a people strategy.
Rather, a truly effective people strategy requires insight
from line executives, supporting metric systems, and the
demonstration of business impact. Another prerequisite
is an effective and trusting partnership between line
managers and the HR function. Furthermore, if the HR
department does not have its own house in order, it will
lack the time and the credibility required to play a strate-
gic role.
The senior HR executive can build his or her reputation
and credibility by focusing on three key areas: capabili-
ties; accountability and efficiency; and cooperation.
Capabilities
Excellence starts at the top. The most senior HR execu-
tive therefore must have credibility with the company’s
chief executive and the executive team. Ideally, he or she
should have the same status and power as the chief finan-
cial officer. Initially, the top HR executive can gain credi-
bility by pursuing the following approaches, which have
proven track records:
Staffing the organization with high performers who◊
possess a deep understanding of business issues
Establishing the HR function as a step on the career◊
path of high-potential employees
Building the people management skills of line◊
managers
Accountability and Efficiency
In addition to advising business executives on their peo-
ple needs, top HR managers are also line managers of
their own department. They need to ensure that their
internal operations are effective and that they are opti-
mizing the HR delivery model in three ways.
They should automate processes, including the use of◊
Web-based applications, in order to boost productivity
and improve access to HR services for staff and manag-
ers. This step will also improve the consistency of their
HR processes across their operations.
They should use shared services and outsourcing◊
arrangements whenever advantageous to handle the
operational aspects of HR activities so that the HR
function can concentrate as much as possible on value-
adding activities.
They should clearly distinguish among the various◊
roles in HR: generalist, specialist, business partner, and
administrator. Dividing the roles in this way will help
HR employees develop deep competencies and sim-
plify the career development tracks within and outside
of the function. In other words, efficiency does not
require that all HR managers be jacks-of-all-trades.
Cooperation
Large organizations depend on cooperation in order to
achieve their goals efficiently. Yet employees and depart-
ments oen do not cooperate because they do not pay
the price for failing to do so. The HR function is well
suited to address this issue and has the following duties:
Designing key HR processes such as people reviews,◊
career and mobility management, and compensation
reviews so that corporate, departmental, and individ-
ual goals are achieved. This step requires an active and
6. T B C G • W F P M A
courageous contribution from the HR department to
overcome the natural tendency of individual manag-
ers to act as if their employees and resources “belong”
to them and not to the corporation.
Serving as experts on organizational issues to ensure◊
that the proper accountabilities and metrics are in
place to facilitate cooperation. This duty can encom-
pass several dimensions, such as analyzing the num-
ber of layers in the organization and the spans of con-
trol; measuring and improving employee engagement;
and establishing individual and collective account-
abilities when defining roles and key performance
indicators. Top HR executives also should possess the
skills needed to coach managers and should provide
them with insightful ideas on organization and people
management.
Facing the Future
One of the difficulties that HR executives face is the chal-
lenge of comparing their company’s practices with those
of competitors. Chief financial officers can scan their
Bloomberg terminals to discover the financing vehicles of
their competitors. Likewise, chief information officers gen-
erally know what systems their peers are installing, oen
learning of them through word of mouth, vendors, or trade
publications. By contrast, HR executives have not had
many places to make similar comparisons—until now.
This report provides a comprehensive view of HR
practices in the world today.
HR and other executives throughout the world iden-◊
tified the top future challenges in a Web survey that
BCG and WFPMA conducted in 83 different coun-
tries and markets. The survey captured the views of
more than 4,700 executives on 17 topics in human
resources management and a total of 194 specific
action steps associated with those topics. To deepen
our understanding of the current and future HR
landscape, we also conducted follow-up interviews
with more than 200 senior executives globally.
The top eight future challenges in HR identified by the◊
survey are the capabilities that executives expect to be
the most important in managing human capital from
2010 through 2015—and in which they reported that
their companies were currently weakest.
On average, only 40 percent of all executives who per-◊
ceived at least one of the eight globally critical topics
as important for the future told us that their compa-
nies have begun tackling it today.
We believe that by understanding the quantitative results
of this survey, executives will be able to lay the founda-
tion to create strategic HR processes. We highlight the
major themes of our analysis here.
In the near future, companies will face eight particu-
larly critical HR challenges that fall into three strate-
gic categories. (See Exhibit 2.)
Developing and Retaining the Best Employees.◊ The first
category consists of the challenges of managing talent,
improving leadership development, and managing work-
life balance.
Anticipating Change.◊ The second category encompasses
managing demographics, managing change and cultural
transformation, and managing globalization.
Enabling the Organization.◊ The third category consists
of becoming a learning organization and transforming
HR into a strategic partner.
Corporations that can meet these challenges head on
will build and sustain competitive advantage. In feed-
back gleaned from the Web survey and the follow-up
interviews, we identified several possible actions for
enhancing capabilities in each of the topics.
Developing and Retaining the
Best Employees
Managing Talent.◊ This is the topic at or very near the
top of the agenda in every region and every industry.
It involves attracting, developing, and retaining all
individuals with high potential—regardless of whether
they are managers, specialists, or individual contribu-
tors—across all levels of the organization. Companies
may soon find talent scarcer than funding, as individu-
als gain more employment options. To tackle this chal-
lenge, companies should consistently and deliberately
7. C P A
communicate their HR value proposition and market-
ing messages and identify new talent pools. In talent
planning,they also need to take into account the future
geographic footprint and future activities of the firm,
and they should implement programs that will enable
talent affiliation and development.
Improving Leadership Development.◊ Leadership develop-
ment is closely linked to talent management. Further-
more, the value added by management and manage-
rial engagement contribute critically to outstanding
business performance in today’s increasingly complex
organizations—and leadership plays an essential role
in generating both. Leaders convey the mission and
sense of purpose of the organization. They serve as
role models, are the primary developers of people, and
engage the staff in highly visible ways. Corporations
should invest considerable resources in defining spe-
cific leadership models, assessing their leaders, and
designing development programs.
Managing Work-Life Balance.◊ Many employees are look-
ing for more than just a paycheck these days. Employ-
ers will need to understand this quest in order to
attract and retain talent. Some workers have multiple
employment options and can pick a job on the basis of
flexible work hours and other nonfinancial features.
Other workers are willing to work beyond retirement
age provided that they can take longer vacations than
their career-track colleagues. Many younger employ-
ees simply have new and nontraditional expectations
about work. Company responses to employees’ needs
may range from providing flexible work arrangements
to addressing employees’ growing desire to derive a
sense of greater purpose from their work. Increasingly,
companies will find it beneficial to offer “motivational
management,” under which some elements of com-
pensation will consist of nontraditional and noneco-
nomic features. Even when companies offer such ini-
tiatives today, however, employees oen perceive that
these options may hinder their careers and their stand-
ing within the company.
Anticipating Change
Managing Demographics.◊ With the work force in devel-
oped economies graying, companies need to manage
Low
High
Future
importance
Relevance
today
HighLow
Medium
need
to act
Strong
need
to act
Low
need
to act
LowHigh
Current capabilities
Managing
diversity
Managing
corporate social
responsibility
Managing
work-life
balance
Managing
demographics
Becoming
a learning
organization
Delivering on
recruiting and
staffing
Managing
change and
cultural
transformation
Enhancing
employee
commitment
Improving leadership
development
Improving
performance
management
and rewards
Restructuring
the organization
Transforming HR
into a strategic partner
Measuring HR and
employee performance
Providing shared
services and
outsourcing HR
Mastering HR
processes
Managing
globalization
Managing
talent
Sample size: 4,741
Exhibit 2. Globally, Eight Topics Demand the Most Immediate Action
and the Greatest Attention
Sources: Proprietary Web survey with responses from 83 countries and markets; BCG/WFPMA analysis.
8. T B C G • W F P M A
two risks: the loss of capacity and knowledge as
employees retire and the loss of productivity as the
work force ages. Companies can minimize their expo-
sure to such demographic risk by creating a systematic
approach to analyzing the future supply of and
demand for employees under different growth scenar-
ios. This approach will allow companies to determine
how many employees they are likely to need, which
qualifications those employees should possess, and
when the organizations will need them. At the same
time, companies across all industries need to analyze
and understand the effects of an aging work force and
then take dedicated and focused actions to address or
mitigate those effects. For example, companies can
add or enhance career tracks, shi work schedules, or
adjust health-management programs so that an aging
work force can maintain the highest levels of produc-
tivity.
Managing Change and Cultural Transformation.◊ This
topic is not, as executives sometimes contend, merely
a “so” issue; all change should be hard-wired into an
organization in a tangible and measurable way. As the
pace of change quickens, managing corporate and cul-
tural change becomes a critical capability, especially
for companies in the consumer goods and technology
industries as well as the public sector. Yet change is the
toughest challenge that companies face, especially
complex, high-stakes, breakthrough change. Compa-
nies need to develop an integrated approach that
addresses both operational and organizational
changes, focuses on the behaviors of employees, and
uses rigorous tracking and reporting to stay on sched-
ule and on budget. The HR function—together with
the change-management leadership team—has a crit-
ical role to play.
Managing Globalization.◊ All large companies face glob-
alization, as they either move into new global markets
or face competition from them. Rapidly developing
economies like Brazil, China, India, and Russia, will be
critical to the success or failure of many companies.
One of the main HR challenges that these companies
will face in managing globalization is making sure that
the right people are in place in the right locations and
that there is effective and efficient cross-country and
cross-cultural collaboration.
Enabling the Organization
Becoming a Learning Organization.◊ In a world driven by
innovation and rapid change, becoming a learning or-
ganization—from top to bottom—provides a clear
competitive advantage. Creating this advantage
requires careful planning to ensure that the right peo-
ple are being trained in the right ways. Few companies
told us that they have found the ideal way to prepare
their employees to cope with the complexities and
accelerated speed in an increasingly global economy.
This topic is particularly important since many
national education systems are failing to arm potential
employees with the skills that they will require to keep
pace in the future. Corporate investments in learning
and training activities are likely to increase signifi-
cantly, and companies will need to monitor more sys-
tematically their return on these investments.
Transforming HR into a Strategic Partner.◊ While many
HR executives told us that their companies are profi-
cient in this topic, they nonetheless recognized its
future importance. Executives who work outside the
HR department, meanwhile, cited a big need for HR
to improve its ability to become a strategic partner. As
we mentioned earlier, one of the keys for success will
be ensuring that HR professionals have the operating
experience and business acumen required to add value
to the business itself. Another key to success will be
the ability of the HR department to optimize its deliv-
ery model through both appropriate organization and
governance and the use of automation and shared ser-
vices or outsourcing arrangements whenever relevant.
Most of the topics presented in this report will require
HR to assume the role of a strategic partner.
Executives in different regions tended to have differ-
ent priorities. These differences reflect the cultural,
economic, and demographic characteristics of the
regions.
In North America, participants perceive◊ managing tal-
ent, managing demographics, improving leadership devel-
opment, managing work-life balance, and transforming
HR into a strategic partner as critical challenges.
The two top future HR challenges in Latin America are◊
managing work-life balance and managing talent.
9. C P A
In Europe,◊ managing talent and managing demographics
emerge as key challenges.
In Africa, executives identified◊ managing talent, manag-
ing work-life balance, managing globalization, and man-
aging diversity as major future challenges.
The key HR challenges in Emerging Asia—a region of◊
developing economies such as China and India—are:
managing talent, improving leadership development,
becoming a learning organization, and managing work-
life balance.
Executives in Established Asia—a region of mature◊
economies such as Japan, Singapore, and South
Korea—are primarily concerned with managing talent,
improving leadership development, and managing global-
ization.
In the Pacific Region, executives named◊ managing tal-
ent, improving leadership development, managing demo-
graphics, and managing change and cultural transforma-
tion as critical future HR challenges.
Meeting the eight critical challenges looming on the
horizon will be a Herculean task for HR executives—
but these are not the only challenges they face. If
they hope to gain the trust of senior executives, HR
executives must also excel at the fundamentals of
the HR function: restructuring the organization,
delivering on recruiting and staffing, and mastering
HR processes.
Restructuring the Organization.◊ While restructuring is
commonly viewed as a cost-reduction exercise, the topic
also applies to growth scenarios. As they restructure,
companies need to ensure that employees and groups
of employees are cooperating and that they remain
engaged in the organization. The ability of HR to
smoothly and effectively manage restructuring proc-
esses, such as labor relations and redeployment, is a key
asset in all regions, not only the highly regulated ones,
as it creates both agility and long-term affiliation.
Delivering on Recruiting and Staffing.◊ As skilled labor
becomes harder to obtain, as employees’ loyalty to a
single company decreases, and as traditional means of
delivering on recruiting and staffing—such as newspa-
per advertisements and Web pages—lose effective-
ness, HR departments should renovate their current
recruiting and staffing processes. In particular, they
should pay close attention to HR branding and mar-
keting activities. HR will also need to work closely with
line managers on this topic, paying special attention to
internal staffing. The time it takes a company to fill a
new position is oen a key performance indicator that
is analyzed by corporate leaders.
Mastering HR Processes.◊ To be perceived favorably by
senior management, HR functions should systemati-
cally assess and improve all basic HR processes. One
of the first steps toward achieving this goal is separat-
ing administrative services from strategic tasks in order
to increase efficiency and effectiveness. HR operations
should then be treated with the same systematic and
total-quality approach that is typically applied to
industrial processes.
In addition to boosting their capabilities in the 11
topics described above—the top eight HR challenges
and the three fundamental HR capabilities—compa-
nies will also want to determine which of the remain-
ing six HR topics will warrant their investment: man-
aging diversity, enhancing employee commitment,
improving performance management and rewards, man-
aging corporate social responsibility, measuring HR and
employee performance, and providing shared services
and outsourcing HR.
The best way for a company to start making decisions
about its future focus and activities is by taking five
major steps. By following this approach, companies
will have a powerful tool to create their people
advantage.
Understand the External Environment.◊ This analysis
should include general trends, business challenges,
and the corporate strategy.
Understand the Internal Environment.◊ HR needs are
unique to every business. Companies should conduct
an HR audit that uses both quantitative and qualita-
tive indicators and that seeks to understand HR as an
investment rather than merely as a cost.
10. T B C G • W F P M A
Select the Most Critical of the 17 HR Topics and Set Pri-◊
orities. Companies should then examine which of the
17 HR topics are and will be most relevant for them—
and analyze thoroughly their current capability in
each topic.
Initiate Projects with Dedicated Teams.◊ For some topics,
dedicated teams help to boost dramatically senior
executives’ perception of HR capabilities. On average,
executives rated the performance of their company’s
HR function 18 percent higher when dedicated teams
oversaw particular HR topics. Generally, teams are
more successful if they consist of employees from both
within and outside HR.
Secure Support from Top Management.◊ Certainly, most
corporate activities are more successful when those at
the top care about the outcome. When respondents
reported having the support of top management, they
rated their HR capabilities 20 percent higher than did
executives who said they lacked such support. Unfor-
tunately, only 40 percent of HR professionals reported
that they received sufficient support from top manage-
ment.
Authors
Rainer Strack
Senior Partner and Managing Director
European Leader, Organization Practice
BCG Düsseldorf
+49 211 3011 3236
strack.rainer@bcg.com
Andrew Dyer
Senior Partner and Managing Director
Global Leader, Organization Practice
BCG Sydney
+61 2 9323 5663
dyer.andrew@bcg.com
Jean-Michel Caye
Partner and Managing Director
Global Topic Leader, Human Resources
BCG Paris
+33 1 40 17 14 50
caye.jean-michel@bcg.com
Anna Minto
Partner and Managing Director
BCG Dallas
+1 214 849 1529
minto.anna@bcg.com
Michael Leicht
Project Leader
BCG Düsseldorf
+49 211 3011 3479
leicht.michael@bcg.com
Florent Francoeur
President and CEO
WFPMA, Canada
+1 514 879 1636
wfpma@orhri.org
David Ang
Secretary General
WFPMA, Singapore
+65 6438 0012
david@shri.org.sg
Hans Böhm
Former Secretary General
EAPM/DGFP, Germany
+49 211 5978 100
boehm@dgfp.de
Michael McDonnell
Former President, EAPM
President, CIPD, Ireland
+353 1 676 6655
michael.mcdonnell@cipd.ie
11. C P A
The following member organizations of WFPMA helped
with or were responsible for the preparation, distribution,
and collection of the Web survey. Without their assistance,
this report would not have been nearly so comprehensive
and insightful.
North America
North American Human Resource Management
Association (NAHRMA)
Canadian Council of Human Resources Associations
(CCHRA), Canada
Asociación Mexicana en Dirección de Recursos Humanos
(AMEDIRH), Mexico
Society for Human Resource Management (SHRM), United
States
Central and South America
Interamerican Federation of Human Resource
Management Associations (FIDAGH)
Asociación de Recursos Humanos de la Argentina
(ADRHA), Argentina
Asociación Boliviana de Gestión Humana (ASOBOGH),
Bolivia
Associação Brasileira de Recursos Humanos (ABRH), Brazil
Asociación Colombiana de Gestión Humana (ACRIP),
Colombia
Asociación Costarricense de Gestores de Recursos
Humanos (ACGRH), Costa Rica
Asociación Dominicana de Administradores de Gestión
Humana (ADOARH), Dominican Republic
Asociación de Directores de Personal del Ecuador (ADPE),
Ecuador
Asociación de Gerentes de Recursos Humanos de
Guatemala (AGRH), Guatemala
Asociación Nacional de Profesionales de Recursos
Humanos de Panama (ANREH), Panama
Asociación de Dirigentes de Personal del Uruguay (ADPU),
Uruguay
Asociación Venezolana de Gestión Humana (ANRI),
Venezuela
Europe
European Association for Personnel Management
(EAPM)
Österreichisches Produktivitäts- und Wirtschalichkeits-
Zentrum (ÖPWZ), Austria
Bulgarian Human Resources Management and
Development Association (BHRMDA), Bulgaria
Cyprus Human Resource Management Association
(CyHRMA), Cyprus
Czech Association for Human Resources Development
(CSRLZ), Czech Republic
Personnel Managers in Denmark (PID), Denmark
Estonian Association for Personnel Development (PARE),
Estonia
Finnish Association for Human Resource Management
(HENRY), Finland
Association Nationale des Directeurs des Resources
Humaines (ANDRH), France
Deutsche Gesellscha für Personalführung e.V. (DGFP),
Germany
Hungarian Association for Human Resources Management
(OHE), Hungary
Appendix
Supporting Organizations
12. T B C G • W F P M A
1. This organization is not a member of WFPMA.
Chartered Institute of Personnel and Development (CIPD
Ireland), Ireland
Associazione Italiana per la Direzione del Personale
(AIDP), Italy
Foundation for Human Resources Development (FHRD),
Malta
Dutch Association for Personnel Management &
Organization Development (NVP), Netherlands
HR Norge, Norway
Polish Human Resources Management Association
(PHRMA), Poland
Associação Portuguesa dos Gestorese Técnicos dos
Recursos Humanos (APG), Portugal
National Personnel Managers’ Union (ARMC), Russia
Slovak Association for Human Resources Management
(ZRRLZ), Slovak Republic
Slovenian Association for Human Resource Manage-ment
and Industrial Relations (ZDKDS), Slovenia
Asociación Española de Dirección y Desarrollo de Personas
(AEDIPE), Spain
Centrum för Personal och Utveckling, Sweden
HR Swiss—Schweizerische Gesellscha für Human
Resources Management; Société suisse de gestion des
ressources humaines, Switzerland
Personel Yonetimi Dernegi (PERYÖN), Turkey
Chartered Institute of Personnel and Development (CIPD),
United Kingdom
Africa
African Federation of Human Resource Management
Associations (AFHRMA)
Institute of HRM, Botswana
Institute of People Management (IPM–South Africa), South
Africa
Human Resource Managers’ Association of Uganda
(HRMAU), Uganda
Institute of Personnel Management of Zimbabwe (IPMZ),
Zimbabwe
Association Africaine des formateurs du personnel
(AFDIP)
Association Algérienne des Ressources Humaines
(ALGRH), Algeria
Talents Plus Conseils, Benin
Association Nationale des directeurs et cadres du
personnel du Sénégal (ANDCPS), Senegal
Association des Responsables de Formation et de Gestion
Humaine dans les Entreprises (ARFORGHE), Tunisia
Asia Pacific
Asia Pacific Federation of Human Resource
Management (APFHRM)
Australian Human Resources Institute (AHRI), Australia
China International Intellectech Corporation (CIIC), China1
European Union Chamber of Commerce in China
(EUCCC), China1
Human Resource Association for Chinese and Foreign
Enterprises (HRA), China1
Hong Kong Institute of Human Resource Management
(HKIHRM), Hong Kong
Confederation of Indian Industry (CII), India1
Japan Society for Human Resource Management (JSHRM),
Japan
Recruit Management Solutions (RMS), Japan1
Malaysian Institute of Human Resource Management
(MIHRM), Malaysia
Human Resources Institute of New Zealand (HRINZ), New
Zealand
People Management Association of the Philippines
(PMAP), Philippines
Singapore Human Resources Institute (SHRI), Singapore
HR MAX, South Korea1
Institute of Personnel Management (IPM), Sri Lanka
Chinese Human Resource Management Association
(CHRMA), Taiwan
Personnel Management Association of Thailand (PMAT),
Thailand
13. For a complete list of WFPMA publications and information about how to obtain copies, please visit our Web site at
www.wfpma.com.
For a complete list of BCG publications and information about how to obtain copies, please visit our Web site at
www.bcg.com/publications.
To receive future BCG publications in electronic form about this topic or others, please visit our subscription Web site at
www.bcg.com/subscribe.
4/08